High Performers Are Covertly Victimized, Unless They’re Altruistic

Harvard Business Review

In a study set in a Midwestern field office of a U.S. financial services firm, high-performing employees were more likely than average workers to report that colleagues covertly victimized them through such behaviors as sabotage, withholding resources, and avoidance, says a team led by Jaclyn M. Jensen of DePaul University. High performers’ average score on a 1-to-5 victimization-frequency scale (from “never” to “once a week or more”) was 3.37, with the greater the performance gap in the workgroup, the greater the victimization. The effect was most pronounced for high performers who were selfish and manipulative; those who were altruistic and cooperative suffered less victimization as their performance increased, the researchers say.

Press spacebar to pause and continue. Press esc to stop.

Bloomberg reserves the right to remove comments but is under no obligation to do so, or to explain individual moderation decisions.

Please enable JavaScript to view the comments powered by Disqus.